“ We ’ re a world-class IT organisation that exists to provide the very best services to the entire business ”
— Reno Bugiardini , Senior Vice President , Information Technology & Facilities Services , HOOPP
Similarly , if we didn ’ t have that Agile way of working and our teams organised the way we do , I don ’ t think we ’ d have been able to achieve what we did to accommodate the business in 72 hours .”
That success is testament to the effectiveness of Bugiardini ’ s digital vision for HOOPP . Indeed , so watertight were the deliverables of the strategy that he somewhat casually describes the process as “ really just moving folks from the physical office to their homes . Because of the infrastructure in place many of the concerns being discussed about such a transition – cybersecurity , for example – just haven ’ t really been a concern for us ”. On that point , it should be noted that the transition to the cloud in particular was fortuitous , affording Bugiardini and HOOPP a level of security that , instead of disruption , saw the company effectively in a ‘ situation normal ’ mode .
Technology aside , Bugiardini is a keen proponent of the benefit of flattening the structure within an IT team , a process he describes as critical to the way in which the organisation operates . “ You don ’ t have red tape ,” he says , “ and that makes everything more simple . People and teams are empowered to make their own decisions and to take ownership of the results .” He refers back to the performance challenges experienced during that hectic first 72-hour period as a good example of this . “ We had speed and the agility to do whatever we needed to . There were several
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